Drapalski Consulting supports management teams and investors in cross-border transactions with structured financial oversight and governance.
Practical Governance & CFO Office Support for M&A and Post-Merger Integrations (PMI)
In cross-border transactions, organizations often operate without a dedicated internal transaction or integration function, while still facing complex financial and operational decisions.
Without clear governance, financial transparency, and structured coordination, expected synergies remain unrealized and risks increase.
At the same time, buyer due-diligence and post-merger integration is one of the most critical and underestimated success factors. Without clear governance, financial transparency, and structured governance and coordination, expected synergies remain unrealized and operational risks increase.
Drapalski Consulting supports with a systems & governance-driven, CFO-centric post-merger integration approach structured, governance-driven, and designed for transactions without in-house M&A infrastructure.
Where Cross-Border Transactions Typically Break Down
- Financial information that is difficult to interpret across reporting standards
- Limited transparency on cash flow and working capital
- Misalignment between buyer expectations and local practices
- Overstated synergies without financial tracking
- Lack of structured governance post-close
We typically support cross-border transactions where no internal M&A or integration team is in place, but financial clarity and decision-ready insight are still required.
Drapalski Consulting partners with you to:
Our Role in the Transaction
Drapalski Consulting’s Post-Merger Integration Approach
Our CFO-centric post-merger integration framework is designed specifically for and lean organizations. It combines clear governance, financial discipline, and practical execution structured enough to ensure control, yet lean enough to fit organizations with no dedicated internal transaction or integration function.
Pre-Deal Phase
We support CFO offices and lean organizations in complex transactions early in the transaction by clarifying acquisition objectives and integration implications. Our work includes financial and operational due diligence with a strong integration focus, identifying synergy potential and key risks, and providing structured input for transaction design and letters of intent.
Integration Planning Phase
Following the letter of intent, we establish lean integration governance and clear decision structures. We set up program and project management, develop a realistic integration roadmap across finance, IT, operations, and people, and align closely with legal advisors to ensure compliance with contractual and regulatory requirements.
Day-1 & “100 Days” Preparation
Before closing, we ensure financial readiness, liquidity, and reporting capability from Day 1. Integration priorities and quick wins are defined in detail, while communication and change management concepts are prepared to support employees and leadership through the transition.
First 100 Days Post-Merger
During the first 100 days, we focus on disciplined oversight of integration priorities and stabilization of day-to-day operations. Financial reporting and governance structures are harmonized, early synergies are realized, and close coordination with law firms and key stakeholders ensures alignment across all workstreams.
Master Data Integration & Controls
A critical success factor in post-merger integration is the harmonization of master data. We support the integration of financial, customer, supplier, and product master data, establish clear data ownership and controls, and ensure consistent reporting, compliance, and decision-making across the combined organization.
Transformation & Optimization
After stabilization, the integration transitions into a long-term transformation phase. We support the realization of mid- to long-term synergies, optimize financial structures, reporting, and governance models, and assist with follow-up growth initiatives or restructuring measures as the organization scales.
How We Support Our Clients
Our CFO-centric post-merger integration framework is designed specifically for organizations without in-house M&A infrastructure—structured, but lightweight.
For organizations without sufficient in-house infrastructure:
We act as an extension of the CFO office—bringing structure, governance, and integration experience without adding complexity.
For lean organizations in complex transactions:
We complement legal expertise with post-merger integration governance, financial steering, and governance and coordination, helping law firms deliver measurable value to their clients.
Interested in Post-Merger Integration?
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